Shale drillers have been hampered by pipeline constraints, soaring oil supply prices and shortages of docks and rigs. But there’s another reason why the highest oil and gas prices in years aren’t appealing to American drillers to increase output: Their executives are no longer paid.
Executives at companies including
was once encouraged by compensation plans to produce a certain amount of oil and gas, with little interest in economics. After years of losses, investors are demanding a change in the way bonuses are formed, promoting a greater emphasis on profitability. Now, executives who get paid to pump are more rewarded for reducing costs and returning cash to shareholders, securities filings show.
The change contributed to a great change to the energy reserve, has surged through a bear market. Energy stocks lead the 2021 bull market, and this year those in the S&P 500 are up 50%, compared with a 17% drop in the broader index.
The focus on profits versus growth also helps explain drillers’ muted reaction to the highest oil and natural gas prices in more than a decade. Although U.S. oil and gas production has increased from lowest level lockOutput remains below pre-pandemic levels even though U.S. crude oil prices have doubled since then, to about $110 per barrel, and natural gas quadrupled, to more than $8 per million heat units. Brother.
“We don’t hear many management teams talking about increasing production or drilling new wells in a significant way,” said Marcus McGregor, head of commodity research at money manager Conning. “They won’t get paid to do so.”
Shale drilling machine has tell investors In recent weeks, they will continue with the drilling plan implemented when commodity prices are much lower and maintain stable output. Instead of chasing higher fuel prices by drilling, shale operators say they will use the profits to clear debt, pay dividends and buy back shares, which will boost the value of their shares. circulate.
The nine shale oil companies that reported first-quarter results in the first week of May have collectively said that they spend $9.4 billion on shareholders through buybacks and dividends, about 54% more than they invested in new drilling projects.
Among them, Pioneer’s output fell 2% from a quarter earlier, adjusted for divestments. Meanwhile, the West Texas holding company is injecting $2 billion back to shareholders with a $7.38 per share dividend it pays next month and $250 million in first-quarter buybacks. The company currently awards bonuses mainly tied to cost control, achieving free cash flow and achieving profit goals. In previous years, 40% of Pioneer’s bonuses were tied to production goals.
At Range Resources, CEO Jeffrey Ventura in 2019 received a cash bonus of $1.65 million, more than half of which stemmed from Appalachian gas producer Appalachian gas exceeding targets production and reserves growth even amid falling gas prices. This year, like two years ago, production and reserves are no exception to Range’s bonus math, replaced by incentives to reduce costs and increase profits. Range, which declined to comment, told investors it was paying down debt, buying back shares and later this year reinstating its quarterly dividend it paused during the pandemic as it reduced drilling to get a bank. book.
Production was included in less than half of the bonus plans disclosed for last year, down from 89% of the big shale drillers’ incentive formula in 2018, according to Meridian Compensation Partners LLC, according to Meridian Compensation Partners LLC. . Payroll consultants found that the share of production volume in annual bonuses had fallen to 11%, from 24% three years earlier. Meanwhile, there has been a large increase in popularity and weight for cash flow, return on capital and environmental goals.
“Companies are burning cash and trying to maximize output,” said Kristoff Nelson, chief credit research officer at Investment Research + Management. “That’s not what investors are looking for anymore.”
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Should US Shale Companies Accelerate Drilling?
In the decade before the pandemic, U.S. shale producers spent large sums defending their rights to domestic oil and gas fields that were already accessible to new drilling techniques. Companies compete for the rights to sweet spots from shale and then drill to secure long-term leases and book more oil and gas reserves, which allows them to borrow and extract more.
The oil and gas spill raised concerns that the United States was running out of fossil fuels, and it flooded the market, pushing down Americans’ energy bills. However, the bonus is just a bargain on Wall Street.
Between 2010 and 2019, shale companies spent about $1.1 trillion, according to Deloitte LLP, while losing nearly $300 billion when measured in free cash flow, or earnings minus expenses. investment and normal costs. The company expects manufacturers to cover most of the loss with profits from this year and two years ago.
When the Organization of the Petroleum Exporting Countries launched a price war in late 2014, oil collapsed and associated bankruptcy among North American free market producers. Shareholders and active investor implement compensation plans that increase production regardless of the price of barrels sold. Investors offer lifelines to many companies, buy more than $60 billion in new shares that manufacturers sold to ease their debt burden and survive.
However, shale producers rebounded shortly after prices recovered. Critics of the compensation paid to the pump have doubled down on their efforts.
Activist investor Carl Icahn has his sights set on Occidental Petroleum’s Executive Compensation and criticized the money the company has spent on oil drilling after it said it would buy rival Anadarko Petroleum Corp. in 2019.
Executives at Occidental and Anadarko are paid for production achievement. For now, the company’s combined output – which fell in the first quarter – has no effect on the annual bonus.
CEO Vicki Hollub told investors earlier this month that Occidental is unlikely to increase production due to how Expensive drilling and oilfield supplies received. “It’s almost value destruction if you’re trying to speed anything up right now,” she said. Last year, much of Hollub’s $2.4 million annual incentive pay was based on keeping Occidental costs per barrel under $18.70, according to recent company authorization.
This year, shares of Occidental topped the S&P 500 index, up 126%.
Analysts expect oil and gas prices to remain high, in part because US producers are reluctant to drill more. Mark Viviano, who has pushed boards to rewrite spending plans as managing partner and head of public, said: stake in energy investment firm Kimmeridge.
Mr. Viviano, who previously said: “We don’t know how long the capital discipline will stay at $100. energy stock portfolio monitoring at Wellington Management Company “Didn’t these companies develop production because they discovered religion or because they had real operational constraints?”
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